The name is absent

15

derlines the finding that special knowledge is an important condition to be able
to join R&D co-operations. Especially in such a milieu a win-win situation can
be created. In addition to that, WOLFF et al. found out that partners need simi-
lar qualifications and, at least, a joint understanding of the problems that
should be solved within the co-operation (1994, p.8).

Competitive position

Additionally the model suggests that companies with a market share above av-
erage are not more inclined to join an R&D co-operation than those with a rela-
tively low share. Even small firms operating in a market niche are participating
in such partnerships. Also, the hypothesis that firms which were highly innova-
tive in the past are more often inclined to join R&D co-operations can not be
confirmed.

An interesting aspect can be highlighted by taking a closer look at the resi-
dence of the main competitors of co-operating companies. It can be found that
companies which compete mainly with others not located in Germany are more
likely to join R&D co-operations than others who compete nationally. This find-
ing might indicate the existence of regional patterns of R&D co-operations.
Supposing that most of the R&D co-operations take place within companies or
organisations located in Germany, this leads to the hypothesis that the sce-
nario of 'competing on international scale and co-operating on regional seale´
might be a common strategy. Unfortunately we can not provide information
about the residency of the partners of those in the sample who co-operate.
Therefore this assumption is only of hypothetical nature.

Strategic aims

Finally, the model allows statements about typical strategic aims of companies
which join R&D co-operations. These firms have announced significantly more
often than others the aim to intensify their own R&D activities. This leads to the
conclusion that R&D co-operations are mainly used to enlarge the basis of re-
search capacities by a conjoint action. The main reason to form such partner-
ships lies in the chance to create synergies. Among small companies with a
limited capacity, co-operations can help to diminish size specific disadvantages
in R&D. In addition to this, companies that intend to reduce their own produc-
tion programme by outsourcing are not likely to participate in R&D co-
operations. This might indicate that R&D co-operations are unlikely to be used
to substitute R&D activities by taking another organisation `in the boat´.

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